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in partnership with Australia Cares CORPORATE VOLUNTEERING SURVEY
in partnership with Australia Cares
CORPORATE VOLUNTEERINGSURVEY
Acknowledgement – Esanda
Corporate Volunteering SurVey
Published in 2006 by Volunteering Australia Inc.Suite 2, Level 311 Queens RoadMelbourne 3004T 03 9820 4100F 03 9820 1206www.volunteeringaustralia.orgARBN 062 806 464
Copyright © Volunteering Australia 2006
ISBN 0 9757386 3 1
“Esanda is proud to support this
research into corporate volunteering
in Australia. We hope that the
learnings from this report will help
both companies and NGOs to further
enhance corporate volunteering
programs or, if they don’t have one at
present, to set up new programs.”
Contents
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exeCutiVe Summary
Methodology
Objectives
About the companies
internal Support
Program structure & investment
Support to employees
Data collection
Identifying opportunities
Staff ChoiCe & inVolVement
Participation rates
Staff input and interests
Encouragement and promotion of the program
Preferred roles
riSk management
not-for-profit relationShipS
Contributions to not-for-profit organisations
Participation in different sectors and activities
Feedback from not-for-profits
Partnerships
ChallengeS
ConCluSion
Where to from here?
Acknowledgements
Executive Summary
Companies can make
a sustainable and
productive contribution
to their community
through forming
ongoing relationships
with not-for-profit
organisations.
Volunteering Australia, in partnership with Australia Cares, and with the generous support of Esanda, commissioned Orima Research to undertake a survey of Australian companies which operate volunteering programs for their employees.
As the peak national body representing the interests of volunteers, Volunteering Australia is supportive of the concept of corporate volunteering. Volunteering Australia, with the support of the Prime Minister’s Community Business Partnership, has forged a unique partnership with Australia Cares to collaborate on furthering the extent and quality of employee volunteering in Australia. Australia Cares aims to be the pre-eminent organisation focused on connecting businesses with community. This newly constituted organisation is initially operating as Melbourne Cares in Victoria.
Companies can make a sustainable and productive contribution to their community through forming ongoing relationships with not-for-profit organisations. Corporate volunteering programs encourage employees to participate in community activities. “Our corporate volunteering program continues and will continue to be a key component of our overall community engagement strategy. Community involvement is part of our business culture and our DNA,” wrote one survey respondent.
Volunteering Australia acknowledges the positive impact that corporate volunteering has on promoting diversity in volunteering, as it exposes not-for-profit organisations to larger numbers of volunteers for diverse roles and generates new opportunities for recruitment. Volunteering Australia identified a need for further exploration into this trend within the Australian context. The idea for a survey investigating the different models of corporate volunteering evolved out of the Forum of Corporate Volunteering Practitioners, convened by Volunteering Australia, who meet regularly to discuss their programs. It is apparent from the forum that companies are seeking guidance on the best ways to operate their program.
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Overall the survey findings reveal that corporate volunteering is regarded as a positive and worthwhile endeavour for the company and its staff. “It takes a lot of work to establish, maintain and communicate. However, staff love it…” wrote one respondent. Importantly, 80% of companies also reported receiving positive feedback from not-for-profit organisations with which they had worked.
Corporate volunteering programs are predominantly run through a company’s corporate social responsibility (CSR) division. In fact 54% of respondents ranked CSR considerations as the main reason why their company engaged in volunteering programs, closely followed by the reason that it allows employees to make a contribution to the community (52%).
Figure 1: Please rank the relative importance of each of the following factors as to why your company has chosen to run a corporate volunteering program? (Q31)
RESPONSES1 OR 2 RANKING
HIGH IMPORTANCE %
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Corporate volunteering programs are also a way for staff to participate in the expression of the CSR values espoused by their employer giving them the opportunity to connect in a more meaningful way with these values. Striving towards these objectives then becomes a collaborative effort between the company and its employees.
While it is hoped that these survey findings will provide a resource to companies, it is not the intention to prescribe a ‘one-size fits all’ model of corporate volunteering. “It is not possible, nor preferable to take a ‘cookie cutter’ approach to corporate volunteering programs. Both parties need to be flexible and open to change” wrote another respondent. The different models adopted by companies can reflect the specific objectives of a company’s program. For example, if staff development objectives are paramount then the program will allow for ongoing staff time to be allocated to volunteering, but if building awareness about the company’s CSR activities is the main objective then one-off, well-branded community days may be preferred.
However it is possible to identify some underlying principles which lay the foundation of sound corporate volunteering programs:
Internal Support Genuine internal support is given to the program, both formally through adequate investment and the development of policies, and informally through staff acting as ‘motivators’ or ‘champions’.
Staff Choice & InvolvementStaff are given choice and consistent encouragement to participate in the program.
Risk ManagementSafety conditions and risk management issues are taken into consideration.
Not-for-profit RelationshipsA genuine commitment is made to developing meaningful relationships with the not-for-profit organisations.
Executive Summary
“It is not possible, nor
preferable to take a
‘cookie cutter’ approach
to corporate volunteering
programs. Both parties
need to be flexible and
open to change.”
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MethodologyVolunteering Australia, in partnership with Australia Cares, mailed out a self-completion survey to 164 companies which have a corporate volunteering program. The survey comprised a series of closed and open-ended questions. The two month collection period closed in November 2005. Fifty responses were received, representing a 30% response rate.
A full report of the survey findings including the survey instrument and frequency distributions for each question is available on Volunteering Australia’s website (www.volunteeringaustralia.org).
objectivesThe main objectives of the survey were to:• Understand why companies are involved in corporate volunteering.• Identify different types of corporate volunteering programs operating within companies.• Determine how these corporate volunteering programs are facilitated and organised within the company.• Identify key learnings companies have experienced.• Ascertain any feedback received from not-for-profit organisations regarding the impact of corporate volunteering programs.
Percentages presented are based on the total number of valid questionnaire responses made to the particular issue being reported on. This occasionally differs from the total number of completed surveys because of omissions in the completed questionnaires. Percentage results may not add up to 100% due to rounding and because respondents could choose more than one response for some questions.
about the CompaniesThe research revealed that the majority (71%) of programs were established between 2003 and 2005 and that most companies surveyed were from the finance/banking/insurance sector. Company size was spread evenly between less than 500 employees to up to 4000.
Lloyd Morgan actively promotes
the fact that the company offers
this program to its staff when they
are interviewing for new recruits.
Feedback received from staff shortly
after recruitment is that this has been
a key reason why they chose to accept
the job offer. Lloyd Morgan believes
that this program is conducive with
their ‘life/balance’ messages.
Despite the majority of programs being recently initiated, nearly half (48%) were at the stage of being fully implemented with staff actively involved and a further 20% had been running for some time and were now being reviewed. Only a small percentage was at the early stages of development.
program Structure and investmentThe majority have also formalised their volunteering programs through the documentation of procedures and by having management approval (57%), and are investing between $20,000 and $30,000 annually into their program. One third of companies have someone dedicated to the program on a full-time basis. This compares to 28% who have a staff member dedicated for less than 20 hours per week and one third with no-one formally engaged other than a staff member managing the program above and beyond their daily duties. 53% offer their staff insurance coverage while they are volunteering, 41% give recognition through staff development plans, 27% supply safety equipment and 25% reimburse costs.
A large percentage of companies (43%) had a specific corporate social responsibility division that was responsible for the running of the program. Other companies utilized departments such as human resources, public affairs or marketing to manage their programs. One respondent recommended that the volunteering program does not “operate within a vacuum”. Running an effective program is a collaborative effort which cuts across multiple departments within a company such as CSR, HR and Sponsorship.
Support to employeesIt was also revealed that 40% of respondents allow their staff one day of work time to contribute to volunteering and a further 21% allow two to three days per year. 6.3% of respondents allowed up to one week, and 2% more than one week. However 31% of companies do not allow staff any work time to contribute to the program. 77% offer volunteering opportunities to staff in all office locations and the majority of companies (76%) allow all staff to participate in the program with 39% also encouraging partners, family or friends of employees to participate.
Internal Support
40% of respondents allow
their staff one day of
work time to contribute to
volunteering and a further
21% allow two to three
days per year.
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Figure 2: What kind of support is provided by your company to employees who participate in the corporate volunteering program? (Q18 – Multiple Response)
The majority of respondents identified that having a well-organised, resourced and managed program was a key learning into how to run a successful program. Effective implementation of a program depends on having the structures in place which allow for frequent communication to staff to encourage participation and regular reviews to develop the program. Streamlined administrative procedures can assist with data capture and also make it easy for staff to participate.
Upper management support is integral to a well-structured and resourced program. Ideally, support from management would extend beyond the investment of resources into genuine validation of the worthiness of volunteering through their own participation in, and promotion of the program. The collection of data can assist management in measuring the benefits of the company’s investment into the program.
Data CollectionIn order to ensure the corporate volunteering program is meeting objectives, 72% of companies have mechanisms in place to report on the outcomes or performance of the program. The most common factor measured is the percentage of employees participating in the program (80%), feedback from employees and employee hours. The companies mainly use the information in reviews to provide feedback to management (92%), to refine and improve the program (86%) and for corporate social responsibility reporting (83%).
Figure 3: What factors are measured? (Q9 – Multiple Response)
Figure 4: How is this information used? (Q10 – Multiple Response)
identifying opportunitiesIt is evident from the research that companies are offering staff a variety of options in the type of work they can participate in. These options relate to whether the work is individual or team work, if it is working on a one-off project or ongoing and whether the skills needed are related to employees’ professional skills or if the work is unrelated.
Internal Support
It is evident from the
research that companies are
offering staff a variety of
options in the type of work
they can participate in.
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Figure 5: What types of organisations are employees able to volunteer in? (Q13)
While most companies (70%) rely on their not-for-profits partners to identify opportunities, 20% employed the services of a broker to assist them with the running of the program.
The National Australia Bank’s corporate volunteering program was established in 1998. Since management of the program moved into their CSR department participation rates have increased annually by over 20% each year. The program is managed from Melbourne by the Corporate Social Responsibility Coordinator (Esther Makris), but is available to all of their 22,000 staff located across the country. Over 100 volunteer opportunities are uploaded monthly onto a database that was especially designed by their IT department. Once a staff member has selected an opportunity from the intranet, they receive an automatic response and confirmation email. Feedback mechanisms are also automatic. This centralised and automatic management of the program has simplified procedures for NAB’s staff. In the days following the 2004 tsunami for example, 900 NAB staff were mobilized in three days to volunteer in a call centre to raise relief funds.
Esther finds that there is no shortage of opportunities to promote to staff and, because NAB is located in many different sites around the country, opportunities can be sourced locally with smaller organisations.
In 2005 NAB featured photos of their
staff participating in volunteering
activities on their company’s
Christmas cards.
Staff Choice and Involvement
“Our volunteering program
allows staff to make their
own choices about which
not-for-profits they would
like to volunteer for.”
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participation ratesThe research showed that the impact of the program on employees was an important reason as to why the company chose to have the program. Allowing staff to make a contribution to the community, increasing their work satisfaction and fostering a higher level of team spirit and cohesion were ranked highly as reasons why the company has chosen to run a volunteering program. Therefore, the level of staff participation in the program is fundamental to the program’s reason for being. However participation rates can be a challenge especially in the early stages of a program (55% respondents indicated participation rates as being less than 25%).
Figure 6: What percentage of employees participate in the corporate volunteering program at your company?
Staff input and interestsMany respondents believed that the interests of staff should be a top consideration. “Our volunteering program allows staff to make their own choices about which not-for-profits they would like to volunteer for.”
The survey also found that 62% of respondents allow their staff to select their own volunteering activities, compared to 56% using company personnel to identify opportunities. However, the benefits of maximising employee choice and flexibility can be counter-balanced by the impact it has on staff time. “Staff prefer to have the volunteering opportunities given to them rather than have to seek them out themselves.” Within this model of maximizing staff initiative and choice, there is certainly an opportunity for ‘champions’ or ‘motivators’ to encourage participation.
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encouragement and promotion of the program“It is important to promote both the program itself as well as the volunteering opportunities as some staff may not know where to start.” The research reveals that most companies make a concerted effort to encourage staff participation in the program with 87% encouraging staff at an organisational level, 70% providing information to enable employees to initiate involvement and 64% assigning certain employees as ‘motivators’ or ‘champions’ to encourage others to participate.
Figure 7: How are employees encouraged to participate in the corporate volunteering program? (Q21 – Multiple Response)
Almost 39% of respondents indicated that they encourage partners/family/friends of employees to participate in the corporate volunteering program.
preferred rolesWhile open-ended comments also revealed a desire to find roles more closely associated with their employees’ professional skills, others have found that these types of roles may not necessarily be of interest to staff, and possibly this preference reflects more about what management believes is a worthwhile volunteering activity. Surveying staff to discover their preferences will assist in determining the types of opportunities and causes which will appeal to them.
Emma Norrish is Head of Community
Partnerships at the recruitment
company, Lloyd Morgan. Their
volunteering program has a high
participation rate and Emma’s own
experience in volunteering includes an
annual trip to Somoa for two weeks,
working as part of a medical team to
look after children and run children’s
programs. She also raises funds back in
the workplace to support the program.
Lloyd Morgan are active participants
in this program.
ExxonMobil Day of Caring volunteer.
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Staff Choice and Involvement
Risk Management
One respondent advised that “If in doubt ask the volunteers themselves! They can tell you why they volunteer, what support they require from us and how they would like to be recognised.”
As previously discussed, 53% of companies surveyed extend their insurance coverage to staff while they are volunteering. Managing the risk of engaging staff in external volunteering activities was acknowledged by most respondents as a shared responsibility between the company and the not-for-profit organisation. Most companies (52%) ensure that the not-for-profit organisation has adequate public liability insurance and confirm that the not-for-profits will cover their staff while volunteering, and 50% ensure they provide training to undertake the activity, while 38% of companies undertake their own risk assessment of certain tasks.
Volunteering Australia has produced a booklet covering insurance issues regarding corporate volunteering. For more information regarding insurance issues as they relate to corporate volunteering and broader risk management issues, please refer to the two booklets produced by Volunteering Australia “Insurance & Risk Management for Corporate Volunteers” and “Running the Risk?”.
ExxonMobil organises one ‘Day of Caring’ volunteering activity per year, which can involve up to 20 projects and 280 staff. ExxonMobil assures their not-for-profit partners that their staff will be covered by workers’ compensation insurance during the volunteering activity. However they also conduct a Job Safety Analysis before the day to ascertain that the activity and the site they will be working on pose minimal risk, and that the organisation’s policies and procedures are consistent with ExxonMobil’s safety requirements. Team leaders are assigned to each project and they are responsible for conducting the safety analysis.
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Contributions to not-for-profit organisationsParticipation in volunteering activities is sometimes the first step towards forging longer term partnerships between companies and not-for-profit organisations. Many companies indicated that they also contribute in kind and/or financial support (74%) to enable volunteering projects to take place. The volunteering activity has also led to companies becoming more involved with the not-for-profit through workplace giving programs and the contribution of additional in kind and financial support. This suggests that not-for-profit organisations are benefiting in ways beyond receiving volunteering support.
The City of Melbourne is a foundation member of Melbourne Cares, a not-for-profit organisation that facilitates partnerships between business, communities and government to improve the quality of life for the people of Melbourne. Through a volunteering opportunity brokered by Melbourne Cares, the City of Melbourne worked in collaboration with the Friends of Westgate Park – a small organisation dedicated to regenerating the habitat of this unique urban nature park. A team of ten employees from the City of Melbourne’s Continuous Improvement Branch volunteered to help the group in a tree-planting project. Prior to the day, the team leader visited the site and met with their community partner to determine what resources would be needed to undertake the project. A challenge was set for the team of volunteers to raise funds which would pay for the cost of the trees they would be planting. A number of fundraising activities were undertaken in their workplace in the lead up, and with the generous support of their colleagues, the team exceeded their budget target of $400.
As well as planting over 500 trees, the challenge raised awareness of this urban parkland and the work of The Friends of Westgate Park.
Not-for-profit Relationships
City of Melbourne employees helping
out Friends of Westgate Park. As a
result of the success of this day Friends
of Westgate are keen to collaborate
with more corporate teams.
participation in different sectors and activitiesAs the demand for corporate volunteering activities strengthens, the challenge is to create a confluence between the needs and expectations of the companies and those of the not-for-profit sector. Most opportunities are occurring within the community / welfare sector, followed by education / training / youth, and in a range of roles but predominantly repairs / maintenance and fundraising activities. This compares to ABS statistics, in which the category education / training / youth ranks third after sport / recreation.
According to ABS statistics most general volunteers are also engaging in fundraising activities, and certainly most not-for-profit organisations require increased numbers of volunteers to assist them with occasional fundraising events. General volunteering in the category of repairs ranks lower but high rates of participation in these roles by corporate volunteers may reflect that they are more suited to this type of volunteering. As not-for-profit groups have accommodated corporate volunteers into their programs, have their needs adapted to match corporate demand?
Figure 8: What types of work are available to employees/have employees participated in through the corporate volunteering program? (Q15 – Multiple Response)
Not-for-profit Relationships
The challenge is to create
a confluence between the
needs and expectations of
the companies and those of
the not-for-profit sector.
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feedback from not-for-profit organisationsWhile most companies are measuring factors such as employee participation rates and using these figures to report on their corporate social responsibility activities, feedback from not-for-profits and the numbers of not-for-profits assisted are recorded to a lesser extent than those pertaining to employees.
The feedback they do receive from not-for-profits indicated that in general many viewed the corporate volunteering program as a positive, useful and worthwhile endeavour. Specifically, feedback has included:• That it encourages networking between the organisations and the opportunity to build profile;• There is a noted transfer of skills/practical assistance from employees;• Recognition of their generous initiative.
partnershipsPrevious research indicates that not-for-profits are particularly concerned with volunteering opportunities transforming into longer term partnerships. This can be facilitated by the way the company program has been structured, such as having a designated manager who has the time and knowledge to give to the partnership (providing continuity in the relationship), or when there is an interconnection between other divisions such as public affairs and sponsorship so that not-for-profits can gain leverage from the volunteering partnership. “Having a centralised resource ensures management of community needs and staff expectations are merged effectively.”
It is apparent that further investigation into partnership arrangements may be required. There could be a bias towards choosing the larger not-for-profit organisations that have higher profiles and a capacity to take on a large number of volunteers. Are smaller organisations missing out on the benefits of the corporate volunteering trend? As one respondent wrote, “We work with well developed and organised agencies that have the appropriate infrastructure to support corporate volunteering.” However, another respondent wrote that their strategy is to build relationships with both large and small not-for-profit organisations. One objective of this strategy is to expand the profile of the smaller organisations which may arise as a result of their association with this corporate partner.
Shell has a team of staff (the Social Investment Network) responsible for running its social investment program including the volunteering program. The group makes recommendations for the board’s endorsement, but is also responsible at the local level for communicating about the program. The volunteering program is divided into short term and long term components. The long term projects can involve staff from five days up to four weeks per year although these opportunities are limited to between 20 and 30 staff annually. The volunteering activities are part of the company’s broader social performance objectives and take place with Shell community partners. Planning the projects involves close collaboration with the not-for-profit organisation. Shorter term opportunities arise out of Shell’s two national partners (The Smith Family and Conservation Volunteers Australia). Partnerships are also formed at the local level around Shell’s key facilities which benefit smaller organisations.
Shell has also incorporated into its policy the possibility of granting another day’s leave to staff who, in addition to taking one day’s leave for volunteering, contribute another day in their own time to a partner organisation. This policy encourages ongoing volunteering involvement and goes some way to assisting not-for-profits with the challenge of retaining volunteers. Shell also builds the relationship further by providing the not-for-profits with the opportunity to promote payroll giving to its staff.
Not-for-profit Relationships
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Shell employees Emma Gronvall and
Scott Jenssen took the opportunity to
apply for one of Shell’s longer-term
volunteering placements with the
Shell Questacon Science Circus.
Overall, the majority of companies see their corporate volunteering programs as being successful, with 70% giving their program a rating in the top two scores for success.
Figure 9: Overall how would you rate the success of your company’s corporate volunteering program? (Q35)
However the survey also sought feedback from companies on the main challenges they had faced in the implementation and running of the program.
The key challenge facing companies with a corporate volunteering program is that employees have limited time to devote to volunteering – 64% of companies surveyed listed this as one of the three main difficulties they face. Other key challenges include finding suitable volunteering opportunities (38%), finding meaningful volunteering opportunities (38%) and finding suitable not-for-profits that have the capacity to accept assistance (36%). One respondent is aiming to address the issue of employees having limited time by creating opportunities that require two hours work such as helping out in call centres. “This is particularly important for senior managers as well as (other) staff, who find it difficult to take out a whole day”.
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Challenges
“We are extremely
happy with the progress
we have made to date,
so in future we will be
concentrating on keeping
the momentum going and
building on our success.”
Figure 10: What are the THREE main difficulties that your company has been faced with in relation to your corporate volunteering program? (Q32 – Multiple Response)
Challenges
Many companies
reported they would be
maintaining or expanding
their program, creating
more volunteering
opportunities.
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Conclusion
Given the high proportion of companies that view their corporate volunteering program as a success it is not surprising that when asked about plans for the future, many companies reported they would be maintaining or expanding their program, creating more volunteering opportunities, and aiming to attract more employees to the program and increase participation.
Volunteering Australia and Australia Cares both seek to encourage an ongoing discourse between not-for-profits and companies in assessing the impact of corporate volunteering programs. Companies have indicated a willingness to learn and to share knowledge, and a desire to continue to evolve and invest in their programs. Successful corporate volunteer programs require support and investment, and responsibility for the program’s success is spread amongst those assigned to manage the program, employees, brokers and top level management.
Where to from here?It is evident that there is still a need to build the capacity of the not-for-profit sector to produce more opportunities (“it is the business that needs to drive it otherwise the opportunities are not presented”), and create more volunteering roles linked to professional skills.
Other areas for investigation include: - Staff attitudes to corporate volunteering. What influences their decision to participate? - Which organisations are being selected for partnerships? Are smaller organisations missing out? - The ways in which companies can evaluate the success of their volunteering program. - The level of volunteering activity in small to medium sized companies. - The degree to which corporate volunteering programs influence potential employees and staff retention levels.
Volunteering Australia and Australia Cares acknowledge the generous assistance of the following:
Forum of Corporate Volunteering PractitionersAdidem, AGL, ANZ, Bayer Crop Science, Bayer Australia, BHP, BP, Coles Myer, City of Melbourne, CPA Australia, Department for Victorian Communities, ExxonMobil, Ford Australia, Fosters Group, Freehills, KPMG, Lloyd Morgan, Microsoft, National Australia Bank, Pacific Brands, Pfizer Australia, Philanthropy Australia, PriceWaterhouseCoopers, Sensis, Shell, Telstra, Walt Disney International.
Special thanks also to those who provided case studies to the report:Sharon Simon, Department for Victorian CommunitiesJenny Odgers, ShellEsther Makris, National Australia BankAna-Maria Rivera, EsandaEmma Norrish, Lloyd MorganLisa Trood, ExxonMobilBelinda Mighall, City of Melbourne
Designed byU-bahn design Pty Ltd
Printed byEgoprint
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Acknowledgements
ExxonMobil Day of Caring volunteers.
State and Territory Volunteering Centre Contacts
For more information about corporate volunteering visit our website at www.volunteeringaustralia.org or telephone 03 9820 4100.
Volunteering AustraliaSuite 2, Level 311 Queens RoadMelbourne 3004t 03 9820 4100f 03 9820 1206e [email protected]
Volunteering ACTCommunity ChambersCorner Chandler Street and Cameron AvenueBelconnen ACT 2617t 02 6251 4060f 02 6251 4161e [email protected]
Volunteering NSWLevel 2, 228 Pitt StreetSydney NSW 2000t 02 9261 3600f 02 9261 4033e [email protected]
Volunteering QLDLevel 6, 333 Adelaide StreetBrisbane QLD 4000t 07 3002 7600f 07 3229 2392e [email protected]
Volunteering SA1st Floor, Torrens Building220 Victoria SquareAdelaide SA 5000t 08 8221 7177f 08 8221 7188e [email protected]
Volunteering Tasmania57D Brisbane StreetHobart TAS 7000t 03 6231 5550f 03 6234 4113e [email protected]
Volunteering Victoria7th Floor, 388 Bourke StreetMelbourne VIC 3000 t 03 9642 5266f 03 9642 5277e [email protected]
Volunteering WA2 Delhi StreetWest Perth WA 6000t 08 9420 7288f 08 9420 7289e [email protected]
Volunteering Australia Darwin Resource CentreLevel 4, Darwin Central21 Knuckey StreetDarwin NT 0800t 08 8981 2755f 08 8981 2955e [email protected]
